A holistic approach to engagement
When people are not feeling valued and able to contribute fully at work they either quit and leave, or they quit and stay.
Both scenarios are bad for organisations and damage business.
Organisations have become adept at measuring turnover and recording those who leave. It’s relatively straightforward to capture this data. It’s more tricky to understand the full picture of employee engagement in organisations.
The costs and impact of low motivation, productivity and engagement for those who remain on the payroll but have psychologically quit from the organisation can be significant. It can have a corrosive impact on culture and morale. Difficult to measure but hugely important in order to understand the full engagement picture.
Measuring those who leave only tells one part of the story. There are a number of reasons why people may quit but not leave. Economic necessity, and also familiarity. We may not be happy, but its still preferential to the uncertainty that leaving brings.
So a challenge is to think about the people who may have psychologically quit but still remain in your organisations? Unless we proactively address this, we’ll only have a partial understanding of the real engagement picture at best.